20140610-rallyon 2014 - agile metrics panel
TRANSCRIPT
The Agile Metrics PanelDate: Tuesday, June 10, 2014
Event: RallyON 2014
Panelists: Mehul Kapadia, Hope Lynch, Rob Uhlrich
Introduction• Mehul Kapadia leads Agile PMO organization as Director of Project
Management at Identifix. • Over the span of his career, he has been instrumental in the execution of
large scale, global enterprise software implementation and integration projects in industries ranging from Automotive to Consumer products.
• He has lead Organizational and Team Level transformations to Agile. He has coached Executives, Teams and Individuals on Agile principles (Scrum, Lean, XP, Kanban) and rolled out SAFe (Scaled Agile Framework).
• Mehul believes in continuous learning and continuous improvement. He has relentlessly pursued this passion to influence improvements in organizational effectiveness in the roles of internal change agent/coach as well as external consultant.
• Mehul holds MBA from Brigham Young University and Bachelor of Engineering from University of Mumbai. He is also Certified Scrum Master, Certified Scrum Product Owner and SAFe Program Consultant.
© Mehul Kapadia
Role of Agile Metrics in your Organization
• Metrics take the emotion out and set the stage for tough discussions with end result of the continuous process of behavior change from developers to executives.
• We have used them to have training decisions to organization change decisions after undergoing appropriate root cause analysis.
• We use appropriate metrics at team level, program level and portfolio level.
© Mehul Kapadia
Our Most Valuable Metric• Velocity is the not the point, it’s the throughput.
• Throughput Points/Dev/PSI – (For Features Accepted)
• It’s one metric that sums up the PSI state. We want throughput for business. With normalized story points, the aggregation of points only for features accepted gives us the correct picture of PSI throughput.
• It provides the great starting discussion for problem solving workshop. Most common root causes are WIP and Dependency management issues.
© Mehul Kapadia
Normalized Points Capacity/Dev/PSIRelease Train
Developer Strength
Points Accepted
(For Features Accepted)
Throughput
Points/Dev/PSI
(For Features Accepted)
Throughput Delivered %
(Points)
(For Features Accepted)
45 60 478 8 20%
Why it provides the real state of PSI?• Supports Organizational goals, measures alignment of strategy
execution to development output and sums up the issues affecting throughput.
• What percentage matters – 80%, 40% or 20% ?
© Mehul Kapadia
PSI 2014-02 StatusPoints Scheduled
(Firm)
Points Scheduled
(Stretch)
Points Accepted Points Accpted % PSI Planned Capacity
(Points)
Points Scheuled 2441 141 1958 80% 2705
PSI 2014-02 StatusFeatures Scheduled
(Firm)
Features Scheduled
(Stretch)Features Accepted
Thoruhput Delivered %
(Features Accepted)
Feature Scheuled 100 15 40 40%
Normalized Points Capacity/Dev/PSIRelease Train
Developer Strength
Points Accepted
(For Features Accepted)
Throughput
Points/Dev/PSI
(For Features Accepted)
Throughput Delivered %
(Points)
(For Features Accepted)
45 60 478 8 20%
Pitfalls of Metrics
• Metrics should be the starting point of discussion to understand the context and root causes.
• They identify the focus areas and teams where we need to channel our efforts.
• When a measure becomes a target it ceases to be good measure.
– Goodhart’s law
© Mehul Kapadia
Questions and Contact
Questions: ???
Contact:Mehul Kapadia
• LinkedIn - www.linkedin.com/in/mehulkapadia/
• Twitter - @mehulpkapadia